Procter & Gamble August 2019

Cradling data with care

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Pampers: Finding data solutions with a snug fit WRITTEN BY

DAN BRIGHTMORE PRODUCED BY

KRISTOFER PALMER

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PROCTER & GAMBLE

Pampers is pushing to innovate and join its customers in a digital domain where e-commerce channels are intertwined with entertainment. Digital transformation leads the way

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-commerce has different stages of maturity in Asia where Pampers, one of Procter & Gamble’s biggest brands,

is seeing the natural evolution towards online ordering of bigger packs. It provides the perfect 04

destination for customers to browse products, utilise reviews and find deals - without having to struggle home from a store with a bulky purchase.

Antoine Tyan, Associated Brand Director, Head of Data, Digital Transformation and E-Commerce for Pampers APAC, sees huge diversity across the region. “You have countries such as the Philippines which have a low salience of e-commerce under 5%, and others over 80% like Korea where almost every sale of diapers happens online,” he reveals. “From a solution standpoint, we have to cater for all these different stages of maturity and of the retailers that we play with, so in a country with low salience, our focus will be mainly on commercial offers. In mature markets, we have an increased need for brand building, interactive e-content and social media marketing.”

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PROCTER & GAMBLE

“ Mindset can be the biggest cue. Even at a large company with many years’ experience and proven practices in place, sometimes you have to unlearn to relearn”

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— Antoine Tyan, Associate Director, Head of Data, Digital Transformation and E-commerce for Pampers APAC, Procter & Gamble

Tyan maintains that e-commerce pages are now showrooms. Inspired by content in the food and beverage sector, Pampers is adopting a sensorial approach with more advanced imagery and video. “We look at the channel and find ways to stand out,” he adds. “The role of branding is often questioned because customers can instantly compare prices and access consumer reviews. However, it becomes even more critical to differentiate from other brands. This is where we step in creating exclusive events to delight our customers with a unique experience. For instance, we worked with Lazada (Southeast Asia’s number one online retailer) to develop an event around baby play by organising a virtual baby marathon that was a perfect fit for that e-commerce platform.”

CLICK TO WATCH : ‘WHAT IS GROWTH HACKING AND HOW CAN YOU USE IT IN YOUR LIFE?’ 07 Procter & Gamble boasts a massive

and reapplying is also key and, in

range of household name brands but

e-commerce, is something supported

they can still operate autonomously

through bi-annual Asian summits

to meet specific business challenges.

to share learnings, applications and

“We also synergise our efforts,” adds

use cases.

Tyan. “Strategies happen at global,

Change management is a constant

regional and local level – for the total

challenge for brands that want to excel

corporation as well as for the brand.

in the digital space. Tyan believes

At a macro level we need to make sure

it must be supported by top down

we pull in the same direction. As a group,

leadership from experts in their field.

we share systems such as suppliers,

“At a data focused organisation like

technologies and platforms, along

ours, digital transformation can only

with centres of expertise like IT and

happen if the strategy is clear for

multimedia which flow across brands.”

everyone and leaders can assess and

Tyan believes the mindset of sharing

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PROCTER & GAMBLE

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of investing in new programmes”

what’s actually possible. This is where

he confirms. “Mindset can be the

technology and data can be massive

biggest cue. Even at a large company

amplifiers and why I feel modern

with many years’ experience and

marketers have the responsibility

proven practices in place, sometimes

to really own that conversation and

you have to unlearn to relearn.”

become more tech savvy.”

Tyan notes the importance of

The necessity of identifying methods

departments partnering on projects

that enhance the ability to meet the

and not simply working blinkered

needs of the market is even more

in silos. “Instead of starting with the

pressing for a brand with an extremely

technology or data solution, we address

narrow audience. “Baby care is a

the business challenge with IT at the

unique category for many reasons,”

outset, to define what’s needed. Then

explains Tyan. “Every three years your

you can have a conversation about

entire base renews so you need the

right strategies to lead customers into

countries, we launched our own app

the Pampers brand and retain them, all

to support and reward moms,” adds

in a very short window.” It’s a very

Tyan. “In others, we adapted to

specific business

customer habits, opting for email

challenge where there

automation or focusing on events

are 50 purchases over

days supported by social media.”

a customer lifespan that

Harvesting data is the key

Pampers aims to win.

to unlocking insights from this

Hence its technology

diverse range of marketing

choices are geared

activity. Tyan reveals that the

towards hyper-personalisa-

Pampers brand is experimenting

tion to communicate product offers

with machine learning to further

with supporting content. “In some

analyse the psychology 11

E XE CU T I VE PRO FI LE

Antoine Tyan Having spent more than a decade with Procter & Gamble, Tyan feels like “an all-rounder and a specialist at the same time” who believes passionately in future proofing the Pampers brand with a coherent digital strategy. “I’ve gone from upstream design work, on projects with mad scientists seeking innovation to the logistics of day to day delivery,” says the man responsible for the brand’s approach to data.

“I feel like I’ve seen the whole funnel, and that helps me in my strategic thinking, as well as in creating end to end design solutions.” That wealth of experience in a variety of roles across brand management with Pampers has made Tyan a strong marketeer who has kept in step with the digital revolution; a vital key to the future strength of his brand.

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$66.83bn Approximate revenue

1837

Year founded

95,000

Approximate number of employees 12

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“ Every three years your entire base renews so you need the right strategies to lead customers into the Pampers brand and retain them, all in a very short window” — Antoine Tyan, Associate Director, Head of Data, Digital Transformation and E-commerce for Pampers APAC, Procter & Gamble

“It’s one thing to observe behaviours, but you need to understand the deeper consumer motives,” stresses Tyan, who is also excited about the possibilities for new forms of customer engagement fueled by personalisation. “We’re going beyond the value of a diaper, and really starting to impact moms’ and babies’ lives and overall experience throughout their journeys together.”

Alleviating the impact on the planet is also a key goal for Pampers globally.

“At Procter & Gamble we aspire to be a force for good and a force for growth. This was always the case for

of consumer behaviour and

Pampers. We have

ultimately meet their needs.

a history of being

“We’re developing the ability

socially responsible

to identify and analyse very

working with organisa-

targeted audiences that

tions like UNICEF to

have a high propensity

eliminate neonatal

of engaging with or

tetanus. We also work

buying our product.”

on other areas where

Achieving insights into what drives consumer behaviour has been integral to the success of Procter & Gamble’s brands for nearly 200 years.

we can make a big impact, including driving gender equality internally in the workplace and externally through our brand campaigns and w w w.pa mpe rs . com

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PROCTER & GAMBLE

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advocacy efforts with partners like UN Women,” says Tyan. “We also want to make a positive impact on the planet.

I’m really excited about something Pampers is leading globally. We’re piloting diaper recycling technology in Europe where we’re collecting waste in a city like Amsterdam, not only for Pampers, but for all diapers and wipes.”

Across APAC, partners like AIMIA (allied with Microsoft and AWS) are key to growing the ecosystem to reach out to customers and personalise their experience with the brand. “As a loyalty program specialist, they have been a long-time partner of our rewards program, the Pampers Club, in charge of overall operations. The premise of the Club is to reward moms for their loyalty by offering them points for every purchase that they can redeem for catalog gifts. In Japan they are providing services from data management and analytics, to campaign and marketing automation,” confirms Tyan. “Across media we have strong partnerships with heavy hitters like Google and Facebook, and select partners based on their capabilities in a given country. For example, w w w.pa mpe rs . com

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PROCTER & GAMBLE

we work with Dentsu in Japan on advanced programmatic solutions.”

Pampers also employs the digital marketing talents of yellowHEAD a performance marketing agency that is a global partner for the brand. “Our work together is primarily to optimise our cost of acquisition to our CRM, notably through fast iteration cycles,” adds Tyan.

Tyan stresses that e-commerce is “growing at the speed of light”, supercharged by the linkage from 18

social media. “Consumers are very receptive to key influencers. The link is becoming more prevalent as we

“ We’re going beyond the value of a diaper, and really starting to impact moms’ and babies’ lives and overall experience throughout their journeys together” — Antoine Tyan, Associate Director, Head of Data, Digital Transformation and E-commerce for Pampers APAC, Procter & Gamble

move towards social commerce.

Customisation is another key trend, we all want something that is relevant to us as consumers and ignore generic messages. This leads e-commerce to personalise platforms at a user level, which is a challenge,” he says. “As a brand trying to excel in search, and optimise its virtual shelf, a personalised world means that you don’t have as much control over customer experience.

How do you win in such a fast-changing environment? There’s a clear expecta-

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tion from our customers. We have

experience online is transforming

to step up, adapt to that and to the

consumer habits. “It’s exciting for

new technologies our retailer

Pampers to look at how we continue

partners are putting in place.” E-com-

to innovate, insert ourselves into that

merce as a channel is embracing

environment and provide value.”

disruption and becoming a form of entertainment in its own right.

“The malls in Asia are like playgrounds for shoppers, buying becomes an activity in itself, as a family weekend outing. Online malls are popularizing that behavior anytime, anywhere’” notes Tyan of the way the shopping w w w.pa mpe rs . com

www.pampers.com